Nate Nasralla

Co-Founder

Fluint

Stop losing deals when you're not in the room.

Start selling with committed buying champions to land more enterprise deals.

Our platform is built on the fact B2B deals are won and lost during a buyer's internal meetings — not sales meetings. When champions pitch your product, and teams debate your value, without you.

But most deal champions wing their message, or create their own pitch materials, because they won’t send templated product decks filled with marketing speak to their boss.

To help, Fluint converts your buyer's own words from sales calls into a personalized business case your prospects are proud to champion with you.

Sales Assembly

Featured Thought Leader

Pavilion

Member

RevGenius

GAN is a highly-curated community of independent accelerators, partners, and investors with one collective focus: creating opportunities for startups around the world to access the human and financial capital they need, so each can build powerful businesses and make a meaningful impact, wherever they call home.

Chief Growth Officer

Network for Good

Developed our company’s first-ever enterprise sales division, which grew from $0 to represent 30% of core-product ARR in its first few years.

• Engineered the (successful) launch of the company’s enterprise-level sales operation by developing an end-to-end buyer journey including marketing automation, product offering, pricing strategy, go-to-market strategy, and rep recruitment/retention;

• Created and implemented the company’s first-ever outbound sales strategy to grow core-product ACV, scaling to represent 30% of ARR;

• Personally sold $1.5M while also managing the sales team and cross-functional responsibilities;

• Built, delivered, and managed the sales-effectiveness program for a 25-person sales team, while spearheading a six-month, company-wide integration project to ensure all business areas understand and address the unique needs of a new enterprise customer type.

Managing Director, Enterprise Division

Sr. Sales Director

DonorPath

Co-founded DonorPath, growing the company from its first pilot customers to the successful acquisition by Network for Good, overseeing sales operations, marketing strategy, customer renewal, and the implementation of its company-wide growth dashboard. 

• Directed the acquisition of over 300 B2B customers, moving the company beyond its “pilot” phase;

• Built the segmentation and Marcom strategy to match the right messages to our customers, consultants, and partners, balancing the needs of all;

• Pioneered 2 sales channels new to the nonprofit sector, increasing our growth rate to 70% year-over-year and becoming the first nonprofit software to sell through foundation partners;

• Developed a cross-functional, company-wide dashboard to measure marketing conversion, pipeline efficiency, revenue growth, customer retention, and year-over-year growth.

Charles River Associates

• Directed six separate comparable company analyses used in an economic valuation for the largest bankruptcy proceeding in Canadian history.

• Created the profitability model used to value a patent infringement for one of the world’s largest video game manufacturers.
 
• Authored sections to the opinion reports of the top intellectual property and transfer pricing experts that were relied upon in two notable legal proceedings.

• Developed the ability to quickly distill ambiguous and often large quantities of data into key, actionable insights.

Consultant, Tech & IP Valuation

Tiesta Tea Company

• Initiated relationships with two grocery store chains each with yearly revenue in excess of $3 billion;

• Worked alongside two of the top three largest national grocery distribution companies in addition to structuring customized supplier contracts to fulfill large account needs;

• Developed over twenty account strategies to engage and retain the company’s profitable clients;

• Launched the company’s food safety and recall program to comply with federal regulations.

Director, Business Development

LeaderTreks

- Coordinated funding and logistical details with global non-profit organizations for student trips
- Trained three separate work teams in brick and mortar construction and was responsible for the team’s safety and construction progress of a two story orphanage facility 
- Managed the schedule of a group of fifteen people and facilitated daily performance reviews

Team Leader

I'll teach you to sell with buyers, not to them I Founder @ Fluint.io

Selling with buyers (not to them), by creating deal champions is my jam. You'll read a lot about that if you follow me here 🤟🏼

More long-form writing at fluint.io/blog.

___

The backstory, if you're curious: 

B2B sales has been my whole career, and I love it. 

Sometimes, I’m founding the products I sell. Other times, building teams to sell. 

I used to think sales reps close deals. Over time, I realized they don’t — buyers do.

That’s because the make-or-break moments in a complex deal happen without sales reps in the room. 

Buying decisions are made during internal meetings — when champions pitch their own team, in their own words — yet AE's don't have a great way to help their champions in those moments.

It's why I founded Fluint. To help AE's sell with their buyers, not to them, and stop losing deals when they're not in the room. 

I send out long-form content and templates/frameworks on this approach, Buyer Enablement, 2X per month. Signup for that email here: 

fluint.io/newsletter 💌

Stop losing deals when you're not in the room.

Start selling with committed buying champions to land more enterprise deals.

Our platform is built on the fact B2B deals are won and lost during a buyer's internal meetings — not sales meetings. When champions pitch your product, and teams debate your value, without you.

But most deal champions wing their message, or create their own pitch materials, because they won’t send templates product decks filled with marketing speak to their boss.

To help, Fluint converts your buyer's own words from sales calls into a personalized business case your prospects are proud to champion with you. 

Join our private beta 👉🏼 nate@fluint.io

This took 18 *months* to write (seriously). Here's why I built it for you:

The early 2000's sales process is still how ~90% of teams manage deals: 

Qualify → Demo → Proposal → Negotiate → Close

We'll call it "Sales Process 1.0."

The issue here is the steps you take to sell a product, aren't the same steps your prospects take to buy it. 

Which means 90% of companies have built their entire sales-led GTM around their sellers' activity — not internal buying activities.

Which, at first, doesn't sound bad.

But we're missing the entire point of a sales process:

→ Influencing the buying process.

That's what creates revenue. Sure, there are other benefits (forecasting, repeatability, etc…), but they're all secondary to actually generating revenue — and you'll get them if you build around buyers first, not sellers.

So to the extent you can (re)define and attach specific buying behaviors to each stage in your process, the more you & your customers will win.

Over the next few weeks, we're releasing a full "Sales Process 2.0" playbook.

- Sales Process 1.0 = sales reps, in sales meetings
   ↓
- Sales Process 2.0 = buyers, in internal meetings 
   where decisions are made ⤴

Today's a little sample:

The 1-Sheet Sales Process, complete with:

- Specific buying behaviors mapped to each stage
- Simplified exit criteria to guide deal progression
- 3 to 4 how-to frameworks + guides per stage

You can download it all, here:

https://lnkd.in/gfE7H-fy

And it'll cost you $0. 

(I'm so sorry Kyle Asay.)

This was the outfit I wore to meet with a bunch of CRO’s and sales leaders last night. 

At one of the most unique retreats I’ve been on, created by GetAccept.

Here was my “workday.”

- Woke up in Stockholm

- Hotel gym workout (fight off some jetlag)

- Breakfast convo on sales + spiritual formation with Alex Olley 

- Traveled to the retreat center

- Lunch overlooking the Baltic Sea (delish)

- 3.5 hours workshops; learned a couple things from Morgan J Ingram, presented a couple things on driving velocity with business cases.

- Changed into the lovely “evening wear” you see.

- Dove into the Baltic Sea (which is practically a block of ice right now), ran back into the sauna, and all 40 of us did that over and over.

- 4-course meal, 8pm - 12pm.

(Thanks again for the invite to come speak y'all 🙌🏼)

Here’s one moment that sticks out from all this: 

We’re all standing in our bathing suits, and one of the sales leaders here is Israeli. He recognizes that my last name is Palestinian, so he gives me a big bear hug. Then we talk about our kids, hope for peace, and gratitude for life.

And you know what? 

Once you go through that kind of day, everyone can’t help but share the real story. 

What’s not working in the business? Where’s the struggle? So we all walk away with stuff we can use. 

Which is just one big metaphor for designing a thoughtful buying experience:

When you give people something to talk about, connect over, and remember, you get the full story. 

Which means you can move into making something real happen together. 

It may not be quite like this, but what’s the most memorable experience you’ve ever created / shared with a prospect?

I’d love to hear it.

(PS, I don't plan to share more mirror selfies going forward... so soak it up.)

We're hiring again, and here's the fun part: we'll buy you and your +1 a roundtrip ticket to anywhere in the world — if we hire someone you refer. 

Seriously, anywhere 🌎

You can even check baggage. 

(Which I refuse to do, because I much prefer a good double backpack setup on multi-week trips. My wife thinks that + my white socks are hilarious, so she takes pictures.)

Looking for a Principal Engineer:

→ https://lnkd.in/gPMVc6JF

We spent a LOT of time writing up the job description, so hopefully it does a good job helping you share what we're about.

They'll work alongside with 3 seriously impressive engineers, committing code to prod on week 1, and getting direct feedback from highly-engaged customers.

Info on applying in the JD, and we're looking for Denver-area folks or those willing to come to Denver. (We really like building shoulder-to-shoulder.)

PS, where in the world would you go?!

Here's the 3-part discovery roadmap I use.

It's designed to be simple, and built around the buyer's view.

Other frameworks like MEDDICC, SPIN, etc. have helpful points.

But they’re often used as checklists for qualifying, not discovering.

So I prefer to link their points to the 3 pieces to the roadmap here (e.g. “M” in MEDDICC is part of “payoff,” what metrics matter?)

Btw, if you're selling enterprise, your roadmap has to account for:

1/ Lots of contacts needing to come along for the ride.

2/ Each contact’s job = a different start / view of the problem.

3/ Contacts will have conflicting opinions on the right direction.

4/ Different personal incentives = different end destinations.

So your job is to help your champions clarify the path forward, and get every contact moving toward the same goal, at the same time.

Plus, you can turn everything you hear during disco into an exec-level business case, that helps drive your champion's internal sale, too.

I'll show you some real-life examples of this + teach you how on Thursday. 

Link to get the slides / join live here if you'd like: https://lu.ma/iqrmokm0

The Discovery Roadmap

Something all buyers want sales reps to remember:

“I live here, you don’t.”

Here’s how one buyer — who owns $15M worth IT spend for a Fortune 100 — put it to me.

______

“For every new purchase or upgrade we make, I have a bare minimum of 5 people I need to get onboard.

Which means cashing in some of the chips I’ve been saving up.

So I weigh how pressing this thing is against how much convincing I have to do, and how loud anyone against the project will be, to figure out if it’s worth it.

The thing is, long after the rep for this deal leaves, I still live here.

So my concern is less about the dollars in the budget. It’s the other kind of 'chips' I'll be spending along the way.

And I spend those chips at every step in the process. Even if we don't get to a signed agreement where money changes hands.

So if I think I’ll need to make a bigger ask on another project later, or if I’m burning too much goodwill in the process, I’m out.”

______

^^one of the standout comments from my year spent writing "Selling With." 

Which is all about enabling buyers to sell internally. (When reps aren’t in the room.)

Would you all want to read more excerpts from these convo’s?

Here's what I started doing in Q1 to get on a text basis *early* in deals. 

(I don't know what the stats are exactly, but texts + wins go together.)

I'll look for a cell # in my prospect's signature in the 1st email reply I get — either an inbound email before we've met, or a reply to my disco follow-up.

When I email back, I'll add:

"I'll drop you a text now on this, too."

And then I'll text: 

"Just dropped you an email on this too — feel free to reply there if easier."

Roughly 80% of people text back, then we keep on texting. I'll send our 1:1 comms there, and group stuff over email. Give it a shot 💬

Curious to hear too:

What's an easy-to-use idea that's been making a difference for you lately?

Oh baby. Our new website is LIVE!

Some reasons why you might care…

1. Ungated demo & more product up front
2. Much more obvious pricing page
3. Lots more customer love

And while I’m no copywriting pro, I did have a lot of fun “hand writing” every single word on it. Including the 110K+ words in our blog (zero SEO fluff). 

Or as Sam put it: 

“Even before I signed up for Fluint, the frameworks on your site took me from 70% to 110% of goal. More revenue-per-word than any site.”

There’s a download or writeup for pretty much any mid-funnel topic. 

From multithreading to champion building, it's there.

I’d be stoked if you wanted to check it out:

→ www.fluint.io

And while you're here, can you give Benjamin Wordell a shoutout? 

He leads marketing here, and poured himself into the design ❤️

If you're trying to land your first $100K+ deal, here's are 9 things you'll need to know about the "inner life of enterprises."

So you have more empathy for your deal champions...

...and avoid getting ghosted in a 6+ month cycle.


1/ The Law of Large Numbers

It’s hard to have a meaningful impact on revenue.

Adding $10M in revenue is just 0.0001% of sales for someone like Apple.

Don’t over-index on this in your messaging.


2/ Meetings = Forcing Mechanisms

Large companies have A LOT of meetings.

They’re basically corporates deadlines, a way to force feedback.

If prospects need time for extra internal meetings that’s not always bad. It’s normal.


3/ The Art of “Languaging”

The right language makes buy-in easy.

It taps a narrative leadership is already sold on.

So employees learn to frame requests internal phrases that grab attention.

Use them in your materials and forwardable emails.


4/ Non-Committal Feedback

You won’t always know where you are in the sales cycle.

Your buyers probably don’t know, either. Their team is non-committal by default.

So ensure your champion has a sharp, written problem statement to socialize.


5/ Social Capital Matters

Be cognizant of WHO pitches your idea — ideas aren't independent of a messenger.

So that deck you spent days writing up and branding?

People won’t even open it if it’s not sent from the right person (and bigger titles aren’t always better.)


6/ Mismatched Urgency

Large companies never have the same urgency sellers do.

And your contact’s personal finances are rarely linked to a deal like yours.

So the importance of any one sales meeting is diluted to them.

Figure out the personal win they’re craving, and speak to it.


7/ Failure Sticks

Long-time employees have lots of informal clout.

They also know all about the deals that didn’t work, and failure just isn’t well tolerated in the enterprise.

If startups say “fail fast,” enterprises say, “we’ll remember if you do.”

Discover what’s been tried, show you’re different.


8/ Approval Bottlenecks Are Real

Senior execs sign big deals. But they don’t have free time. Like, zero.

That creates bottlenecks for everyone — not just you.

Plant seed early in the deal with internal docs your champion shares + direct “no reply required” updates along the way.

If you’re consistent here early, you’ll get prioritized later.


9/ The Top-Down Scramble

e.g. board member reads a WSJ article, forwards to an exec, who forwards to their team.

“What are we doing here?”

If you’re not part of that newly-urgent priority, you’ll be out of mind.

Know the latest news and align w/ what’s top of mind.


And if you want to go even deeper on these ideas, check out this free "mini course" with 10 emails over 20 days:

https://lnkd.in/g9wCgF_Q

Here's a minute-by-minute breakdown on how I structure exec meetings.

(Which I learned the hard way, by screwing up one too many chances to build some serious deal momentum.)

→ Minutes :00 - :05
→ Deliver a "Non-Obvious" Insight

Execs decide if you’re more or less interesting than other stuff on their mind in the first minutes of your meeting.

Grab mindshare quick with a 'non-obvious' take on a topic they care about, by filling in the blanks:
‍
"Most people believe _______, but actually, we've found ________."

^make it specific to their org


→ Minutes :05 - :10
→ Adapt to Their Quirks

Every exec is a little odd, in their own way. They develop a style over time. 

For example, I’ve done deals with Fortune 500 execs who:

- Cut me off, constantly. He wasn’t rude, he was excited. So I learned to speak in short, fast sentences to let him jump in.
‍
- Refused to look at slides. She sat with her back to the screen and asked me to shut it down. To just have a convo, sans visuals.
‍
- Objected to everything. Especially what he agreed with. He was an intellectual and wanted to explore the boundaries of others’ opinions. 
‍

→ Minutes :10 - :20 
→ Confirm or Correct Your Narrative

At this point, you’re deep enough to uncover what they think. What will they:

- Confirm. What’s resonating in your POV?
- Correct. What do they disagree with?

Either is productive. Create space to get their take on your narrative.

‍
→ Minutes :20 - :25 
→ Frame Up the Decision Path

At this point, the exec's thinking:

- Will this develop or distract from my goals?
- Is it important enough I’d replace another project with this?
- If so, who do I delegate to?

Figure out if they believe (1) the cost of the problem you solve and (2) the payoff you can unlock is (3) greater than the cost / upside of other projects.


‍→ Minutes :25 - :30
‍→ Confirm Owners & Outcomes

The most likely outcome is an internal referral. Which is pure gold. The key is to make sure you have a specific name to work with:

- Bad: “We’ll need to make sure you pass our infosec.”

- Good: “Jon Clark is VP of InfoSec. Have him send our evaluation form.”


^a little primer on the topic I'm breaking down during pclub's masterclass coming up this month.

Me + Kyle Asay + 👩🏻‍🏫 Krysten Conner + Kevin "KD" Dorsey + Chris Orlob. 

For a STACKED 90 minutes. I even decided to go by "Knate" for the day to fit in with all the "K/Ch" names. 

See you there? ⤵

https://lnkd.in/gWRMht86

These 8 minutes will very literally change the way you sell.

For the sellers who take and run with the practices, watch out.

Big year ahead of them. 

The TL;DW from this clip:

Start simple, build a joint business case over time, and your buyers will own and actually use it. Which is how sellers like Carl, Evan, and Frank do it.

Here are 5 phrases I use to talk pricing, without feeling awkward.

I just wrapped up a first disco call, and shared a combo of 1, 2 & 5 here:


1/ “You haven’t asked, but I imagine you’re curious about our pricing.”

Proactively bring it up, don't wait or withhold until too late.


2/ "The reason our pricing model is structured this way is so...”

Share your pricing model first, specifics second.

When your share your model, explain why it’s structured that way. 

"e.g. the platform fee covers upfront setup, and our per-user cost is lower, so that as you grow, your cost won't rampup as quick."

‍
3/ “How does that price range compare to your expectations?”

Change the topic when your prospect's thinking about price, they won't listen to anything else. Better to pause and ask for feedback.

Frustration = Reality - Expectations, as they say.


4/ “Some providers charge as little as $X for this. Let me share why we charge more, and why we might be the smarter choice for you.” 

It's hard to wrap our heads around intangible costs like time, energy, training, opportunity loss etc... so we just hear the $ amount.

Label yourself as the more expensive option on paper. Then, name the hidden costs customers don’t alway consider. 


5/ “Let’s say our solution was free. Would we be the right fit for you?”

Price is a function of value. So if you doubt product fit, going deep on price is pointless. Better to understand what's working / not working first.


What else ya got? Any other phrases that are helpful for you?

The typical Win/Loss analysis won’t help you win.

Here's the problem with how most sales teams run them:

There's zero input or direct feedback from their buyers.

Which means they're incomplete at best, misleading at worst.

1/ For their Wins, sellers:

- Over-assign credit to actions they took
- Underestimate the role luck and timing played
- Overlook what champions did behind the scenes

2/ For their Losses, sellers:

- Forget to factor in roadblocks they never saw
- Underestimate how well-run their process actually was
- Don't repeat the good steps that ended in a bad outcome

↑ this is what's call “resulting.” (Measuring the quality of your process based on its outcomes.) Which happens when a lot more goes down behind the scenes, that you can't see.

Buyers are the only ones who can fill in these blanks for you.

To help you discover that your wins aren't as good, and your losses aren't as bad, as you might think.

So for a couple of those wins that came in during March, try sending something like this.Adapt it to make it your own, too. 

(e.g. win vs. loss = different message, and depending on how deep we went with a buying team, I might ask for a survey / quick email vs. a call.)

The key is just to reference what happened when you weren't in the room.

_______

Subject: Process Feedback 

[ Champion ], stoked we get to work together now. All because of what you did behind the scenes.

There was definitely room for me to have been a stronger partner for you along the way, too. So I’m wondering, would you be up to help me understand the work you were doing internally?

It'd be interesting to compare how I *think* your team evaluated us, vs. how they actually did. 

(Including all the emails, conversations, and docs I never saw, but you worked so hard on.)

Lunch on me if you’re up for it?

_______

Dusted off the running vest and been hitting the trails again, training for a 3-part relay race next week, with Jamal Reimer & Mike Fiascone.

Two guys who've run circles around enterprise sales for decades. 

Okay so it's not an actual race... 

But it is a challenge. 

The Enterprise Sales Secrets Challenge with 3 days of building / applying new skills to your top accounts. It starts next Monday:


Part 1 with Mike, Monday 🏃‍♂️

The man was # 1 at DocuSign 5 years in a row, which is kind of a "big deal." (Hah.) Mike's running the first part, because he can find a way to break into pretty much an account you throw at him. 

It's uncanny.

Then you'll learn to script the pathway to thread in new contacts *with* a champion, validating the org chat & internal dynamics at play.


Part 2 with me, Tuesday 👋

We'll break down the business case framework I spent the last 10 years developing, that's now landed 70 logos on the Fortune 100 list (including some stories from 20 sales cycles I ran). 

And if you think a business case is an ROI model, long slide deck, or something you do late stage to get a deal closed... that's not even close. 

It's a 1-page narrative built with your customer's language, to shape internal buying convo's. Branded for them, not your company.

We'll build yours together. 


Part 3 with Jamal, Wednesday 🏁

$160M closed in 8 years. 

I'll just leave it at that.


1,200 sellers signed up so far. 

You in? (Link below)

7 reasons you shouldn’t sign that offer letter — even if the money looks really, really good.

1/ Attainment’s on the decline.

I’d be more optimistic about a team with 45% rep attainment today.

IF they were at 15% last year, and made serious changes.

Compared to another team at 50% attainment, that was at 80% last year.

That’s a big red flag.

You can also see exactly where attainment's at BEFORE you interview, here:

https://lnkd.in/gfQgAQ3G


2/ Year 3+ isn’t clear and exciting.

Big learnings and earnings come in Year 3+ for IC’s.

The OTE may look good in year 1… but what comes next?

Let’s say you’re promised a growth path into enterprise.

I’d ask, “What’s the close rate in midmarket vs. enterprise?”

Because what if enterprise’s close rate is half of MM? If there’s no solid PMF upmarket, is that still exciting?


3/ A history of big swings in comp plans.

The comp plan you’re signing onto will change, no doubt.

So ask, “How does this compare to last year’s plan?”

And, “How would you expect this to change next year?”

It’ll help you understand if you’re in a good long-term spot. (See above.)


4/ Territory rules are wonky.

Ask, “Which accounts will I work on?” (strategic work)

Or, “How are new leads distributed?” (higher velocity)

You should hear sound reasoning that’s good for the customer, too.

If you hear something like… “Everyone gets 10 zip codes.”

Or, “Your last name starts with N, so you get all ‘N’ companies.”

Run.


5/ The interview’s totally unstructured.

How dialed in is the hiring process?

Are the questions and exercises specific and engaging?

If you’re bored or confused, that won’t change later.

Chances are reps lack clarity, and their internal process / enablement is just as messy.


6/ You can’t help but go overboard.

If we’re truly fired up about something, we overdo it.

They ask you for a sample account plan you’ve already built:

You decide to go build 5 new ones for their accounts.

You’re genuinely excited to start learning about their customer.


7/ Leadership doesn’t know the details.

If you ask, “What, exactly, are your top 20% reps doing differently?”

And you hear something like…

“They work really hard at becoming masters of the product.”

They're likely too far from what's actually happening in their team.

Compare that to an answer like:

“They're directly engaging with an executive before Stage 3, vs. Stage 5, so they close 44% vs. 17% of their deals."


If you’re thinking twice about signing an offer, or, you’re just looking for the right team to start interviewing with, RepVue is where I’d start.

Check out these companies actively hiring, sorted by data like attainment, PMF, and rep feedback:

https://lnkd.in/gfQgAQ3G

Should you sell ROI or COI (cost of inaction)?

In short, it's both, but here’s what most reps miss:

If I hand you a quarter, am I handing you either "heads" or "tails?”

Well, it's both. You can’t separate the two from each other.

ROI and COI are two sides of the exact same coin too.


When you…

1/ Quantify problem metrics to find COI, for example:

High support costs [ # tickets (x) time / ticket (x) hourly pay ]
↓
Low NPS Scores from unhappy customers.
↓
Referral pipeline decreasing

(You'd use specific customer data here.)


Then you…

2/ Flip the *exact same* metrics upside down to find ROI:

Support costs drop as ticket volume drops
↓
NPS Scores go up with happy customers
↓
Generate more referral pipeline

(And again, you'd use specific customer data here.)


→ Value is found in the contrast between COI and ROI.

If COI grows costlier, and ROI increases, there’s more value.

The big difference, though, is that:

- ROI = a *maybe* measure that’s far off in future.
- COI = a *certain* amount customers are already losing.

So your buyers will discount ROI for its level of “believability.”

Here's a framework that'll help you find both #'s: 

https://lnkd.in/grPM-Dvx

People love to hate on "Scale of 1 - 10...?" questions. 

Saying they sound too "salesy" and they're old school. And maybe they can be, but I just don’t think you can beat the clarity they bring everyone. 

Used thoughtfully, they're a killer signal.

Example: I ran this group demo last Monday, with 12 people in the meeting. 

*Everybody's* video was off. People were quiet the whole time. 

I tried my best, but I felt like I was talking to a wall the whole time. 

We end the call, and I have zero clue if anything I said landed. 

(Sidenote: does anybody else feel like Teams calls are more likely to be off camera than Zoom meetings...? Maybe that’s just me.) 

So I write up a group recap, then forward it in a new thread to 3 different people asking:

______

"I'd be curious for your take too: 

How strong of a fit are you feeling we have? Like, on a scale of 1 - 10….

1 = no real value, best to drop this
10 = let's rollout Fluint this week

…where would you say we stand?"

______

I got back a 7.5, an 8, and one "9.5" 

I was pretty shocked, because I thought we'd be at a 5, tops. 

So now I'm spending a bit more time on that deal this week. It’s great. 

Try it out this week. It doesn't have to feel salesy, people love the gift of clarity.

"We gotta pull that deal forward, let's get a business case together."

^ lol

If that's your approach to a "business case," it was likely:

- Built way too late in the deal to drive new momentum
- One-way, without any real customer buy-in
- Filled with assumptions vs. customer data

(And therefore, never read.)

Instead, this process starts at *Stage 1* and builds from there.

Check out the difference when you follow these 3 steps:


1/ End your very first discovery call with a first draft.

You won't have 100% of the inputs you need. But don’t wait — 

Get a problem statement, sharp headline, and target outcomes down on paper, fast. Then link to it in a simple and light follow-up email.

(Keep your email < 5 lines, and expand in a shared doc.)

It's not a "business case" at this stage either; that language is too formal and high-commitment for where the customer's at.
‍

2/ Write your first drafts using your buyer's words.

Skip the marketing speak inside your sales decks/case studies. 

You'll start with a more collaborative feel by writing in their own voice. 

Plus you'll create that feeling, "OMG, finally, someone who gets me."
‍

3/ Tailor your next discovery questions based on the gaps.

Are there numbers in your problem statement, for example? 

(Fluint data shows deals close at 3X the rate when numbers are present.) 

If not, what question should you ask in your next call to develop the message?

Fill in the blanks, show it to the next set of contacts, and repeat 🔁


This is what you're seeing: 

1/ Fluint wrote a first draft with the buyer's own words. 

2/ It compared that draft to closed-won data on what a “good" case is.

3/ Based on the gaps, it's suggesting disco questions for the next convo.

⤴ the next convo feeds Fluint more data, to fill in the gaps, and repeat.

Mutual actions plans without a business case = "homework." 

"Does these things by this date." So nobody ever does. 

Because the buying team hasn't decided for themselves making the change is worth the journey. They're in "why" not "how" mode. 

But when you pair both a strong business case + a MAP together?

It's like peanut butter & jelly. A tasty combo buyers can't wait to dig into.

Thanks for the invite to drop by Sales Assembly!

Spent the day with Salesloft working on something new for y'all 👀

And as you can tell by all their big camera gear… 

...it's way better than me talking to an iPhone propped up on some books, alone in my office, which is the norm 😂

Big old thanks to Gray too, who flew out during their PTO just for this!

More to come.

A metric almost nobody attributes to a strong content program is Net Dollar Retention (NDR). 

Which makes sense. It's hard to draw a concrete link between them. A stat like 110% NDR comes with a lot of work from lots of people in pre-/post-sales.

We're still pretty early in our journey, but I will tell you, I'm already seeing a strong link between:

- Teams adopting Fluint the fastest (full rollout < 30 days)
- Unlocking the largest revenue impact (win rates > 50%)
- Leading to expansion (adding seats < 6 months, or referrals)

And where our HubSpot shows they first found us:

- Read our book 'Selling With' https://lnkd.in/gJVjW2xE
- Took one of our courses on pclub.io
- Read 10+ articles on www.fluint.io/blog

Because ultimately, good content isn't about "creating leads." It's about changing the way people inside your target accounts think.

Reshaping their beliefs and behaviors to align with your point of view, built into your product / category.

So once they talk to sales, they: 

- Move quick
- See success
- Invite others

So to all my writers out there:

Nobody's going to tell you "great job" when NDR is up. But I see you.

Taplio

Nate Nasralla's Linkedin Analytics

Nate Nasralla

What is Nate talking about?

Who is engaging with Nate

Nate Nasralla's Best Posts (last 30 days)

Want to drive more opportunities from LinkedIn?

Taplio

.css-1jgreyo{background-image:linear-gradient(284deg, rgba(39,43,72,1) 0%, rgba(33,47,183,1) 100%);color:transparent;-webkit-background-clip:text;background-clip:text;}Nate Nasralla's Linkedin Analytics

Nate Nasralla

What is Nate talking about?

Who is engaging with Nate

Nate Nasralla's Best Posts .css-qqfgvy{font-size:var(--chakra-fontSizes-md);}(last 30 days)

Want to drive more opportunities from LinkedIn?

Nate Nasralla's Linkedin Analytics

Nate Nasralla's Best Posts (last 30 days)